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Chapter 6 Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5th edition Learning and Performance Management Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Definition of Learning Learning – a change in behavior acquired through experience Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Conditioning Classical Conditioning – Modifying behavior so that a conditioned stimulus is paired with an unconditioned stimulus and elicits an unconditioned response Operant Conditioning – Modifying behavior through the use of positive or negative consequences following specific behaviors Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Positive and Negative Consequences Positive Consequences Results of a behavior that a person finds attractive or pleasurable Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Negative Consequences Results of a behavior that a person finds unattractive or aversive Reinforcement, Punishment, and Extinction Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Reinforcement – the attempt to develop or strengthen desirable behavior by either bestowing positive consequences or withholding negative consequences Punishment – the attempt to eliminate or weaken undesirable behavior by either bestowing negative consequences or withholding positive consequences Extinction – the attempt to weaken a behavior by attaching no consequences to it Fields of Study in OB Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved • Personality • Communication • Perception • Power & Politics • Attitudes and Values • Decision Making • Learning • Organization Culture • Leadership • Design of Work • Group Dynamics • Motivation • Stress So Many Theories, So Little Time • There are so many theories of human behavior because there is so much variance in Human Beings (Would you want it any other way?) • Surprisingly, despite years of academic research, almost none of these theories have enjoyed strong empirical support. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved GOAL SETTING • In a wide variety of industries: • With a wide variety of people: Those who set goals consistently outperformed those who did not -- By a Significant Margin!! Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Goal Setting Research projects have established that: •Less than 3% of the population have identified specific personal or business goals •Only approximately 1% of the population put goals in writing. People don’t plan to fail Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved They simply fail to plan!! Goal Specifications There are two types of goals: poorly defined and well defined. To obtain good results, having well defined goals is a must. • Poorly defined goals: Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved – Stated in terms such as improve or increase. – Not achievable or no target dates. – Ambiguous in regard to what is expected. Goal Specifications • Poorly defined goals... – Theoretical and idealistic. – Too brief and indefinite. – Too long and complex. – Distress producing and conflicting. – Created without sincere self analysis Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Goal Specification • Well defined goals are: – Stated numerically in terms of end results. – Achievable at a specific time. – Comprised of definite expectations. – Challengingly high but practical. – Precisely stated. – Thoughtfully engaged. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Goal Specification • Make more money than last year. • Lose weight. • Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Become better at my job. • • • I will net $5,000 more than I did last year, which is the equivalent of a 10% increase. I will lose 12 pounds within the next 12 weeks, while at the same time exercise to improve my overall body muscle and skin tone. I will request feedback on my performance, from my boss, every month and act on his/her feedback to improve my performance . I will attend at least 2 educational seminars to expand my skills. GOAL SETTING Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved •Specific •Measurable •Achievable •Realistic •Time Bound GOAL SETTING Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved • If possible have your employees set their own goals • Hard goals are better than easy ones • Goals can be revised as needed • Writing down goals increases the probability they will be accomplished • Sharing goals with others demonstrates our commitment to achieve them GOAL SETTING Setting challenging goals creates fear of failure… …setting no goals guarantees it!! Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved GOAL SETTING Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Goal-Setting Functions Increase work motivation and task performance Reduce role stress associated with conflicting or confusing situations Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Improve accuracy and validity of performance evaluation Increase Work Motivation and Task Performance • Employee participation • Supervisory commitment • Useful performance feedback Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Reduce Role Stress Reduce role stress associated with conflicting and confusing expectations – Clarify task-role expectations communicated to employees – Improve communication between managers and employees Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Improve Performance Evaluation Management by Objectives (MBO) – a goal-setting program based on interaction and negotiation between employees and managers – Articulates what to do – Determines how to do it Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Communicating Performance Feedback • Refer to specific verbatim statements and observable behaviors • Focus on changeable behaviors • Both supervisor and employee should plan and organize before the session • Begin with something positive Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 3600 Feedback 360-Degree Feedback – A process of selfevaluation and Manager Evaluation evaluations by a manager, peers, direct reports, and possibly customers Peer Self Evaluation Customer Evaluation Feedback Evaluation Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Reports Develop People and Enhance Careers Supervisor should: • • • • • Coach and develop employees Be vulnerable and open to challenge Maintain a position of responsibility Listen empathetically Encourage employee to talk about hope and aspirations Employee should: Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved • Take responsibility for growth and development • Challenge supervisor about future development • Express individual preferences and goals Effective Appraisal Systems Key Characteristics Validity Reliability Responsiveness Flexibility Equitableness Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Individual or Team Rewards? Individual rewards • foster independent behavior • may lead to creative thinking and novel solutions • encourage competitive striving within a work team Team rewards • emphasize cooperation and joint efforts • emphasize sharing information, knowledge, and expertise Organizations get the performance they reward, not the performance they say they want Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved